Faculty of Agriculture and Veterinary of the University of

Pristina “Hasan Prishtina”

Strategic Plan 2018 – 2022

Prishtina, October 2018

Strategic Plan 2018 – 2022

Faculty of Agriculture and Veterinary of the University of

Pristina “Hasan Prishtina”

This Strategic Plan is supported by the Transformational Leadership Program – Scholarships and Partnerships. The program is financed by USAID and MEST and implemented by World Learning.

In partnership with University of Minnesota and the Faculty of Agriculture and Veterinary of

University of Prishtina.

This strategic plan is made possible by the generous support of the American people through the United States

Agency for International Development (USAID). The contents are the responsibility of the University of

Prishtina Faculty of Agriculture and Veterinary and do not necessarily reflect the views of USAID or the

United States Government.”

1

Table of Content

Faculty background

Situation assessment

Market analysis

Strategic vision

Mission and vision statements

Our values

Goals

Strategies and Tactics

General Operationalization Plan (Annex A)

Operationalization Plan - Breakdown by Year (Annex B)

2

Acronyms

UP - University of Pristina

FAV - Faculty of Agriculture and Veterinary

BSc - Bachelor of Science

MSc - Master of Science

DVM - Doctor of Veterinary Medicine

IAV - Institute of Agriculture and Veterinary

ORSP - Office for Research and Sponsored Projects

CTE - Center for Teaching Excellence

CDC - Career Development Center

SRI - Scientific Research Initiative

IAB - Industry Advisory Board

ESMS - Electronic Student Management System

3

Faculty Background

The Faculty of Agriculture was founded on August 26, 1973 by a decision of the

Assembly of the University of Prishtina, as a result of the increasing needs for

educated people with superior qualifications, which would result in faster

development of agriculture in Kosovo. In 2001 the department of plant protection

was established. In 2006 the Faculty of Agriculture was renamed to Faculty of

Agriculture and Veterinary, which was approved by the Senate of University of

Prishtina.

Some two to three decades back, within the Faculty of Agriculture in Pristina, several

regional institutes and organizations were integrated, including Peja Biotechnical

Institute (Peja), Livestock and Veterinary Institute (Pristina), Agricultural Nursery

(Peja), Institute for Economy and Development (Fushë Kosova) and Community

Service Joint Working (Pristina).

This integration allowed and encouraged market oriented applied research, which

consequently increased the ecosystem’s interest, in the Faculty of Agriculture, at the

time, leading to an increasing number of new students, year after year.

A total of 1326 students have graduated so far from all departments and study

programs at the Faculty of Agriculture through curricula taught in Albanian. In 2001,

Senate of the University of Prishtina approved lesson plans based on the Bologna

Declaration for Bachelor and master’s Degree. Based on the need for the

development and advancement of scientific knowledge to new generations, Faculty

Council and his academic staff proposed renaming the Faculty of Agriculture to

Faculty of Agriculture and Veterinary.

The proposal was approved by the Senate of UP and Ministry of Education, Science

and Technology in 2006 issues for amending Decision no. 883/01-B, on 01

December 2006. In the academic year 2007/08 at the Faculty of Agriculture and

Veterinary, 761 students studied in undergraduate programs, while the Faculty also

planned to start master studies of 10 students per programs: Field Crop-Vegetables,

Livestock, Pomology-Viticulture and Agroeconomics.

More than forty full time teachers and assistants are currently involved in the

teaching process, 20 additional academic staff from other Faculties within University

of Pristina, and about 30 external teaching staff. Implementation of this curriculum

4

began in the academic year 2007/08, whereas previous bachelor and master

curricula were published in the statement of 2005/06.

The Faculty of Agriculture and Veterinary (FAV) is comprised in the following

departments:

1. Agrieconomy

2. Veterinary Medicine

3. Biotechnology in Zootechny

4. Field crops and Vegetables

5. Plant Protection

6. Pomology and Viticulture

7. Food Technology

FAV offers the following study programs:

1. Agriculture economics (BSc)

2. Agriculture and Food Economics (MSc)

3. Veterinary Medicine (DVM)

4. Business Management in Zootechny (BSc)

5. Applied Science in Zootechny (MSc)

6. Plant Production (BSc)

7. Field crops and Vegetables (MSc)

8. Plant Protection - Phytomedicine (MSc)

9. Pomology and Viticulture (MSc)

10. Food Technology with Biotechnology (BSc)

11. Food science (MSc, pending accreditation)

5

Situation Assessment

As the faculty has been committed to offer better academic programs, there has

been a downtrend of interest in some of the faculty study programs like Business

Management in Zootechny (BSc) while some other programs have seen substantial

increase in admission applications like Food Technology with Biotechnology (BSc).

This changing trend in FAV programs is seen as a signal of a changing market in

Kosovo and market needs reflect in the interest for various academic programs. So

far, there has been no impactful research on how to tackle discontinuation of

academic programs that FAV offers based on changing market needs.

The increase of demand for master study programs has been evident on the last

couple of years. As Kosovo’s economy grows, the need for agriculture and veterinary

expertise has increased substantially; yet, FAV has been unable to fully meet market

needs with the current capacities, be that human or physical capacities.

This was assessed by conducting focus groups with students, professors, and

private sector stakeholders, as well as through online surveys.

The current master programs cannot fulfill Kosovo’s market needs and new master

programs are necessary in order for FAV to be able to compete with regional and

global universities.

The lack of resources such as lab equipment, insufficient faculty staff, physical

infrastructure and legal autonomy has limited FAV in their efforts to improve the

status quo. These and similar issues were the main discussion topics during a two-

day workshop held on January 2018.

This strategic plan is also in accordance with the “University of Pristina Strategic

Plan 2017 - 2019” which in many parts compliments it while offering a unique

opportunity to set an example of successful coordination between the UP’s central

management and Faculty efforts.

Within Horizon 2020, food security and sustainable agriculture are seen with high

priority for the challenges that our society faces. Sustainable food production is

necessary for small agriculture sectors like the one Kosovo has. New food

6

production processes will present an opportunity for future research investment

interest.

FAV will lead these initiatives and should be able to provide solutions to

environmental challenges and successfully respond to Kosovo’s need for clean,

sustainable and environmentally friendly agriculture practices.

Market analysis Kosovo is known as one of the most rural countries in the Southern-Eastern Europe,

with 60% of population living in rural areas. The majority of these people are

engaged in some kind of agricultural activity, while agriculture employs around 30%

of the total workforce, mainly informally.

Besides its contribution to employment, agriculture is an important contributor to the

country's GDP. In 2016, agriculture contributed 10.4%1 to country's GDP, while

during a nine-year span (2008-16), this sector has contributed an annual average of

approximately €612 million to the total GDP of Kosovo.

Figure 3.0 - Contribution of agriculture to Gross Domestic Product in €, 2008-2016 (in 000)

In 2015, crop production was the largest contributor in the agriculture sector with

€342 million value of production, followed by the livestock with €279 million

production and agricultural services and secondary activities with €19 million and €8

1 KAS - Gross Domestic Product 2008-2016 7

million, respectively. This value of contribution was realized in a total agriculture

utilized area of over 413 thousand hectares, utilized by 130,7752 agriculture

households. The 2014 Census showed also that these agriculture households bred

261,689 cattle, 183,584 sheep and 28,430 goats. However, compared to other

Western Balkan countries, farm size remains small in Kosovo, constituting the lowest

average farm size for most of the agriculture sub-sectors. On average, an

agricultural household in Kosovo cultivates 3.23 ha of agricultural area (including

common land).

Figure 4.0 - Participation of ha based on farm size (%)

Figure above shows that majority of agricultural land (over 48%) is used by an

average farm size from 1 to 5 ha. In terms of livestock, households with cattle breed

on average 3.9 cattle, those with sheep on average 64 sheep, while households with

goats breed average 11.3 goats.

2 KAS – Agriculture Census 2014 3 KAS – Agriculture Census 2014

8

FAV Vision

To become the driver of agriculture education by instilling sustainable living through

advanced teaching and research in food, animal and environmental sciences.

FAV Mission

To educate and train the next generation of agriculture and veterinary workforce by

offering teaching excellence and research in food security and across the interface of

animal, environmental, and human health.

FAV Values

Quality - We seek to continuously improve the quality of teaching, research and

increase staff ability in order to provide the best education opportunity for our

students.

Creativity and Innovation - Providing of new teaching methods through creative

approaches to teaching, service, and research.

Cooperation - The contribution of everyone is very important. Cooperation is the

basis for success in our faculty. Inter-disciplinary research projects and programs will

develop the cooperation spirit.

Professionalism - We value professionalism in teaching and research, as well as

we require integrity from our faculty staff and students.

Diversity - Our faculty provides diverse academic programs and perspectives in the

workplace valuable for interdisciplinary research excellence.

9

This 5-year strategic plan has 7 goals with aim to:

Goal 1: Establish a dynamic relationship with the private sector

Goal 2: Provide up-to-date study programs in coordination with the market needs

Goal 3: Recruit excellent and productive faculty staff

Goal 4: Enhance academic quality and innovative teaching methods

Goal 5: Establish FAV as a Research Faculty

Goal 6: Establish FAV as the leading institution for environmental sustainability and

sustainable living.

Goal 7: Division of the Department of Veterinary Medicine into a separate academic

unit.

10

Goal 1: Establish a dynamic relationship between FAV and private sector

Objective 1: Sign up to 10 MoUs with private companies considered as FAV strategic

partners by 2020.

Strategy 1: Establishment and development of IAV by the end of December 2018.

The Institute of Agriculture and Veterinary (IAV) within the Faculty should be

functional by the end of December. The business plan has already been developed

and should be used as the guide towards establishing the Institute and utilizing the

opportunities that the Institute presents. The Faculty should commit to the

development of the Institute by allocating necessary space, access to labs and

ensuring student involvement in academic projects.

Tactics:

a. Allocation of office space, at least one room fit for 3 employees by the end of

December 2018. Allocating physical space will accelerate the development of the

Institute. The office should be accessible for all members that need office space

to develop projects;

b. Preparation of IAV marketing plan. FAV with create a working group that will

prepare a marketing plan for the IAV. They need to include strategies to target

private companies, public stakeholder and international resources. There should

be a clear plan on how they will ensure the proper information flow between FAV

management, institute governing body and students;

c. Organization of info sessions and participation in Agriculture and Veterinary

fairs. One of the responsibilities of the Institute is to promote their services and

the resources that students, faculty and private or public institutions can utilize.

Regular info sessions should be organized in the faculty buildings with students

about different project opportunities and different initiatives that students can get

involved;

d. Signing up to 10 MoUs with private companies that are of interest for the

faculty-private sector relationship. These MoUs should include cooperation

opportunities and internship positions in those companies. MoUs should serve

11

only as a start of closer collaboration initiatives between private sector and the

faculty.

Strategy 2: Organization of events in cooperation with the private sector.

Tactics:

e. Establishment of the Industry Advisory Board (IAB) with participants from

faculty, IAV, and strategic private sector partners;

f. Assigning a point of contact (individual) that will focus on strengthening

faculty-private sector relations and works within the IAB;

g. Preparation of information packages about the services that FAV and the IAV

can provide for the private sector;

h. Organization of info-sessions that invite relevant private sector stakeholders

and people of interest;

Objective 2: Increasing lab resources that are able to offer services most needed in

the market.

Strategy 1: Starting the laboratory accreditation process by the end of October 2019.

The current state of FAV laboratories does not meet all standards that are required

to offer services that will result in impactful contribution for students and faculty as

well as for private and public institutions.

The faculty management should focus on obtaining internal and external funds that

can be used to equip the laboratories with new necessary equipment. In the same

time, the faculty management should ensure the initiation of the accreditation

process for all existing lab equipment. Most of the services that the Institute aims to

offer require quality control certification and without having the equipment calibrated

and accredited, the faculty cannot conduct most of the services needed in the

market.

12

Tactics:

i. Hiring of at least 2 lab technicians by the end of 2019. These lab technicians

will be the first step to fully use the current lab resources. They will also be

able to better assess the need for new equipment and evaluate the existing

ones in order to ensure that each laboratory meets all the requirements given

by the accreditation body. In the same time, the faculty can start involving

students in different research projects that require lab access and lab

technician expertise to conduct specific assignments;

j. Assigning IAV to work closely with all departments in the developing different

research topics that are of high interest for the local context. These research

projects should include students and focus on building relationships with the

key stakeholders to increase the public presence and establish credibility in

the community;

k. The faculty should utilize the IAV to promote the need for advanced lab

equipment within UP. There is a special grant that aims at improving lab

conditions within the university and FAV should focus on providing reasonable

explanations why their laboratories should be given priority.

Goal 2: Provide up-to-date study programs in coordination with the market needs

Fast development of technology has impacted university curricula all around the

world. Only in the last decades, universities have introduced numerous new degrees

because a new technology has created a new profession. The businesses that have

used the technology have had a big impact and need human power to manage and

operate it. In addition, economic growth impacts create new companies who in return

create new jobs and professions. Therefore, universities must create new degrees in

order to supply the economy with professionals that add quality to the services or

products that those businesses offer. These new programs should be introduced

after a labor market analysis identifying emerging businesses that need

professionals from the agricultural field.

13

Objective 1: Establishment of two new Bachelor programs by 2021.

With the current programs, FAV admits around 540 students each year. There has

been a growing demand for agriculture and veterinary study programs. With the

current capacities, and with realistic projections for the next 5 years, we believe that

we can establish at least two new updated Bachelor programs.

Strategy 1: Collaboration with IAV and Center for Teaching Excellence to research

the potential of each study program.

The faculty will work with the IAB and Center for Teaching Excellence (CTE) to

establish a working plan/team that will lead the process of curriculum design in

accordance with market needs.

Tactics:

a. Application to international organization for curriculum redesign and research

projects that aim to curriculum redesign and update;

b. Creating new and fostering existing partnerships to assist in curriculum design

and include interdisciplinary approach to these curricula;

Strategy 2: Determining workforce needs based on labor market studies.

Through the Institute or by a third party, FAV will conduct labor market studies in

order to understand where the demand for new programs is moving forward.

Tactics:

c. Apply for external funding to conduct labor market research;

d. Through IAV or third party, FAV should conduct market research in order to

understand where the highest demand for new academic programs is;

Objective 2: Establish 3 new Master programs by 2022.

The actual modern trends are focusing on more sustainable agriculture and Kosovo

must catch up quickly in order to be able to provide research and policy when it

14

comes to sustainable agriculture. Master programs must fill in the gap in the fast-

growing need for professional expertise in latest agriculture advancements industry.

Master programs must fill the gap between the rapidly growing need for professional

expertise in the latest advancement of agriculture and public health veterinary.

Also, one of the academic programs should be in English in order to provide access

to international students as well as international academic staff.

Strategy 1: Establishment of Funded Projects working group.

Tactics:

e. Targeting international funds that sponsor agriculture and engineering

subjects of research and write proposal papers through the IAV;

f. Creating working groups to research the potential in different study fields

considering the realistic human capacities;

g. Creating strategic partnerships with other universities that can provide

mentoring opportunities for FAV professors and students;

h. Create interdisciplinary working groups with UP faculties that are considered

as strategic partners like faculty of biology, chemistry, engineering, medicine

etc.

Objective 3: Establish 2 interdisciplinary PhD programs by 2022.

Strategy 1: Production of detailed research about the highest potential field of study

that would mostly benefit a PhD program in FAV.

Tactics:

i. Coordination with all departments to assign research paper topics to students

in master programs to produce papers focusing on the need for specific PhD

programs based on the market needs/current issues for FAV and related to

other faculties;

15

j. Conducting internal assessment that shows the necessary resources needed

in order to establish the PhD program.

Goal 3: Recruit excellent and productive faculty staff

Objective 1: Employ at least 10 new full-time professors by 2021.

With the current staff number, it is unable to substantially improve the quality of

education, increase research capacities, and provide meaningful contribution to the

community. Professors are overloaded with classes, with little time left for any

research. A minimum of 10 new full-time professors and assistants by 2021 would

significantly improve the quality of education and increase research capacities.

Strategy 1: Hire at least 2 new assistant professors each year until 2022.

Taking into consideration the bureaucracy of employing new staff in the University of

Pristina, there should be a priority list for new professors within FAV to better

coordinate the recruitment of new staff. This part of strategy should be considered

with high priority, considering the longitude of procedures to engage new staff

members.

Tactics:

a. Setting up meetings with the central UP management and address this issue

with high priority;

b. Determining internal priority for employment of new staff, by prioritizing

departments and programs that have a higher number of students, have

higher rates of employment after graduation and where the overloaded

professors constitute the majority compared to other respective departments;

c. Organizing meetings with all departments in order to check their overloaded

staff members and their courses. These meetings should be used to

coordinate together about priorities. This should be done right after the

internal assessment, since every proposal for new staff members should be

proposed in the Faculty Council first and should be voted there, prior of being 16

send for approval at the central UP management (Rectorate). Therefore, a

prior coordination of the FAV departments is necessary to implement this

strategy successfully;

d. Working with different faculties to explore opportunities of interdisciplinary

program potential. For example, if courses such as Information and

Communication Technology in Agriculture will be planned, these courses

could be jointly organized with the Technical Faculty of UP;

e. Conducting internal assessment about the commonalities of classes offered

within different departments. In cases of similarities, one course can be

offered for students from different departments at the same time;

f. Developing a mentoring plan for new assistant professors that will join FAV by

2020. This committee should be constituted by current experienced FAV

professors that will support and guide the new staff members;

Strategy 2: By 2022, each professor should have at least one assistant.

Besides professors, assistants are overloaded with a large number of courses per

person. In addition, lecturing various types of courses at the same semester impacts

the quality of teaching. Furthermore, the assigned subjects (courses) to assistants

change from year to year.

Tactics:

g. Setting up meetings at Faculty level to determine priorities per each

department;

h. Increasing the number of assistants per each department-at least one more

position per each department by 2020, also with the aim to reach the UP

strategy of each professor having at least one assistant by 2022;

i. Each course that is planned in Bologna system (2+2), the 2 hours that are

destined for the teaching assistants should be potentially lectured by the

17

respective teaching assistants of that course;

j. Developing a courses plan, where each assistant will lecture the same course

over the years. This plan creates an opportunity for assistants to increase

their expertise for specific courses;

k. Developing a mentoring and development plan for assistants, where each

assistant will have an opportunity to advance in an assistant professor

position after legal requirements for promotion are met;

l. Monitoring and Evaluation for assistants should be conducted on regular

basis (for example-based on the length of contract).

Strategy 3: Increase the number of lab technicians and laboratory work volume.

Tactics:

m. Engaging at least 3 new part-time technicians until 2020;

n. Applying to different local and international organizations that fund different

projects that the faculty can conduct and include lab technicians in the staff.

At the beginning, these new staff members will be project based. If needed,

increase the number after 2020. The new lab technicians can be employed

by FAV institute at a later stage;

o. Including laboratory work costs in research project proposals. Those

expenses should be carefully planned in order to maintain a regular research

activity of labs in FAV.

p. Utilizing IAV potential to conduct services that will generate enough revenue

to hire lab technicians and cover the operational costs of existing labs;

q. Conducting an internal assessment regarding current capacities of engaged

technicians. If the assessment finds out that technicians’ number is scarce,

increase their number based on funding plans that FAV in coordination with

18

the Institute will develop.

Objective 2: Efficient administration by 2022

Strategy 1: At least 50% of current administrative duties (tasks) should be digitalized

by 2022.

The current administration system is based on limited usage of computers. The

majority of tasks that are currently performed by the administration staff are

conducted with a limited use of technology. Therefore, utilization of Communication

and Information Technology at a higher percentage will increase the performance of

FAV administration. ICT usage by administration will increase transparency and

accountability, resulting into an efficient delivery of services to the respective FAV

parties.

Tactics:

r. Creation of a list with most frequent requests from students and FAV personnel to administration;

s. Creation of a list with most common require documents from students;

t. Digitalization of the majority of these common requests by eliminating the need to visit administration for these common requests;

u. Setting up a regular working schedule where documents that are issued by the administration can be picked up by students and FAV personnel;

v. Usage of IT equipment in the administration to offer faster and better-quality services that will increase the efficiency of this important segment of the faculty. For example, students can send and download important documents through the Faculty website (or through SEMS portal), without having the need to physically visit the administration;

w. Student`s requests should be made online through the FAV website or SEMS;

x. Preparation a guide with answers to frequently asked questions that reduces the number of visits at the administrative office. Preparation of a guide that

19

describes step by step what a student should do after finishing his/her exams is urgently needed. This document will define clearly each step what a student should in order to graduate.

Goal 4: Enhance academic quality and advanced teaching methods Objective 1: Ensuring that teaching within FAV is directly related to peer-learning and

field-related research.

Strategy 1: Developing a framework that clearly sets up expectations from the

professors and their effort to engage students in research projects and provide

interactive teaching.

Tactics:

a. Development of a grant scheme together with Office for Research and

Sponsored Projects (ORSP) that supports research initiative within faculty;

b. Application of active-learning approach and setting clear continuous

evaluation criteria that measure students’ success;

c. FAV demonstrating commitment to recognize good teaching as a core value

of the faculty and promote good teaching in all public appearances and other

promotion opportunities;

Strategy 2: Supporting teachers with training opportunities in using technology in

their classes.

Tactics:

d. Development of specific training modules for FAV staff together with CTE.

These modules should help faculty to include different technologies in their

classes;

Strategy 3: Enforcing obligatory internships before graduation by the end of 2021.

20

Tactics:

e. Development of an action plan by the end of 2019 about how internships can

become mandatory by the end of 2021. IAV will serve as the bridge between

students, professors and private sector companies that would find internships

useful;

f. Continuously offering students internship opportunities by signing MOU’s with

strategic industry stakeholders. These MOU’s must include internship

opportunities on semester-basis;

g. Compilation of a guideline document to be used by students and professors

that properly measures internship deliverables and outcomes. Students and

private sector should participate in the process of developing internship

programs in order to consider offer comprehensive internship programs.

Objective 2: Teaching excellence promotion through a recognized definition of what

teaching excellence means.

Strategy 1: Agreeing upon a definition of what teaching excellence constitutes.

Tactics

h. A clear definition of what does teaching excellence mean. The following draft

can be used as an example;

Definition of Teaching Excellence template

1. Teaching Excellence:

a. directly contributes to critical thinking inspiring independent thinking minds

b. motivates students to further research in their field of study

c. equips students with necessary skills to be able to critically evaluate new

ideas

d. ensures every student is engaged and active during class

e. results in class discussions that are interactive with a high degree of practical

work

21

f. allows students to transfer previous knowledge and build on previously

acquired skills

g. Includes video, audio, case studies, homework and applied research.

2. Besides being well-prepared about the subject they teach, good professors:

a. continuously improve through research work and attendance in international

conferences

b. must ensure they are fair at evaluations and provide constructive feedback

that aims at helping students improve

c. provide clear class structure that enhances learning experience

d. encourage and promote active learning by recognizing each student has

different strengths and weaknesses and accommodate their teaching style

accordingly.

e. engage students in different group projects that strengthen cooperation and

teamwork

Strategy 2: Developing a clear protocol of how each faculty member can

demonstrate their efforts to the heads of department and/or dean.

Tactics:

i. Drafting evaluation reports and other methods which professors can use to

demonstrate their work, including: publishing reports, research papers, and

engaging students in interesting project that enhance learning experience.

Objective 3: Ensuring fair student representation in all decision-making meetings

regarding teaching excellence and similar issues that touch the student learning

experience.

Strategy 1: Promoting a working culture where student opinions are seriously taken

into account to improve learning experience.

Tactics

j. Establishing a culture where student voice is taken into account by all faculty.

Professors must ensure that the students learning experience is the priority of 22

their teaching and continuous student feedback must become a norm. The

faculty ensures that proper training modules will be developed with CTE that

directly improves students learning experience. The faculty must ensure that

proper measures will be taken to prioritize curriculum refreshment with new

equipment and practices;

k. Empowerment of student representative bodies in decision-making process

about projects that directly impact student learning experience;

Objective 4: Supporting professors in enhancing their teaching skills.

Strategy 1: Continuously delivering training modules that improve professor’s

teaching skills.

Tactics:

l. Keeping regular communication with CTE to ensure proper information about

professors’ needs are communicated. FAV should closely work with CTE to

assess faculty needs and develop FAV-tailored training modules. CTE will

assist the faculty in providing necessary training and workshops that focus on

enhancing teaching methods.

Goal 5: Establish FAV as a Research Faculty. Objective 1: Increasing attendance in international conferences.

Strategy 1: Organizing at least 15 workshop sessions focusing on building research

capacities by the end of 2019.

Tactics:

a. Coordinating with existing university organizations such as Career

Development Center (CDC), Office for Research and Sponsored Projects

(ORSP) and Venture UP to conduct workshop sessions tailored for FAV

needs;

23

b. Utilization of IAV to apply for external funding to deliver specific workshop

sessions focusing on increasing FAV research capacities;

c. Using international partnerships to engage students in various international

research projects;

Strategy 2: Using IAV to attract funds to allow each faculty staff to participate in at

least 2 international conferences per year.

Tactics:

d. Applying for an annual budget that will include participation costs for at least

two main international conferences per year for each professor for at least first

three years starting on 2019;

e. Creating and maintaining a timetable with all information on conferences that

staff can apply;

Strategy 3: Publishing 50 internationally recognized scientific papers by 2022.

Tactics:

f. Incentivizing joint projects between FAV and other faculties through IAV;

g. Standardizing professor advancement path including clear guidance on which

scientific papers are recognized by the UP and how are they to be converted

in academic achievement;

h. Redesigning academic programs incentivizing professors to involve students

in their research projects;

i. Establishing clear guidelines on how students’ engagement can be translated

into academic achievement;

Objective 2: Establishment of FAV Scientific Research Initiative

Strategy 1: Establishing a research coordinating committee by the end of 2019. 24

Tactics:

j. Working with IAV and other existing UP organizations to propose the best

model for a research committee based on the current capacities;

k. Invitation to all professors who have conducted individual research projects to

join the research committee and produce collaborative and applicable

research projects;

l. Involving students in the committee and in all research projects;

Goal 6: Establish FAV as the leading institution for environmental sustainability and sustainable living. Objective 1: Offering one master program on environmental sustainability by 2022.

Strategy 1: Securing more research projects that focus on environmental challenges

that Kosovo faces.

Tactics:

a. Targeting international organizations for funding environmental projects while

including interdisciplinary approach to these research projects;

b. Creating an annual time table with all potential funding sources that FAV is

eligible for;

Strategy 2: Identifying and recruiting top professors to of this field.

Tactics:

c. Identifying and recruiting professors that are currently engaged with other

faculties outside UP or different departments within UP;

25

d. Identifying and recruiting professionals from private sector;

e. Identifying and recruiting international professors;

Strategy 3: Proactively engaging on environmental sustainability practices and

establishing a bridge between technology and environmental sustainability.

Tactics:

f. Through research project findings, offer the evidence needed to push

government and the people to be more aware of environmental hazards from

industrial waste and others;

Objective 2: Establishing collaborative, multidisciplinary and environmentally-based

research projects.

Strategy 1: Working closely with strategic faculties and other relevant departments

that focus on delivering comprehensive multidisciplinary research projects.

Tactics:

g. Coordination with the heads of departments to assign a coordinator that will

work closely with other representatives of other faculty departments;

h. Conducting an internal assessment on FAV’s potential to include

environmental practices in the current infrastructure and academic programs;

Strategy 2: Utilizing IAV to coordinate activities between different departments to

promote environmentally sustainable practices in academic programs, research

projects and other environmental initiatives.

Tactics:

i. Organizing info sessions with relevant faculties to inform students and faculty

about the research opportunities in the field of environmental studies;

26

j. Targeting relevant public institutions for funding environmental research and

project initiatives that FAV faculty can utilize;

k. Publishing relevant environmental research papers for local context;

Goal 7: Division of the Department of Veterinary Medicine into a separate academic unit. Objective 1: Drafting of the operation plan until the end of 2018.

Strategy 1: Creating a baseline assessment report that explains the main reasons for

establishing the Department of Veterinary Medicine as a separate academic unit.

Tactics:

a. Establishing a working group with representatives from each department. This

body will explore the needs, opportunities, current capabilities, and propose a

working plan and the benefits of FBV split into two separate academic units;

b. Applying for funds to engage external experts doing research in the similar

field. These experts can serve to ensure objectivity in assessing the actual

capacities of physical spaces and human capacities;

27

Strategies and Tactics

# Strategies Priority Level

1.1.1 Establishment and development of IAV by the end of December 2018

Year 1

1.1.2 Organization of events in cooperation with the private sector Year 3-5

1.2.1 Starting the laboratory accreditation process by the end October 2019

Year 2

2.1.1 Collaboration with IAV and CTE to research the potential of each study program

Year 2-5

2.1.2. Determining workforce needs based on labor market studies Year 2-5

2.2.1. Establishment of Funded Projects working group Year 3-5

2.3.1. Production of detailed research about the highest potential field of study that would mostly benefit a PhD program in FAV

Year 2

3.1.1. Hire at least 2 new assistant professors each year until 2021 Year 1-5

3.1.2. By 2022, each professor should have at least one assistant Year 1-5

3.1.3. Increase the number of lab technicians and laboratory work volume

Year 1-5

3.2.1. At least 50% of current administrative duties (tasks) should be digitalized by 2022

Year 2-5

4.1.1. Developing a framework that clearly sets up expectations from the professors and their effort to engage students in research projects and provide interactive teaching

Year 2

4.1.2. Supporting teachers with training opportunities in using technology in their classes

Year 1-5

4.1.3. Enforcing obligatory internships before graduation by the end of 2021

Year 3-4

4.2.1. Agreeing upon a definition of what teaching excellence constitutes

Year 2

4.2.2. Developing a clear protocol of how each faculty member can demonstrate their efforts to the heads of department and/or

Year 2

28

dean

4.3.1. Promoting a working culture where student opinions are seriously taken into account to improve learning experience

Year 2-4

4.4.1. Continuously delivering training modules that improve professor’s teaching skills

Year 2-5

5.1.1. Organizing at least 15 workshop sessions focusing on building research capacities by the end of 2019

Year 1-2

5.1.2. Using IAV to attract funds to allow each faculty staff to participate in at least 2 international conferences per year

Year 2-5

5.1.3. Publishing 50 internationally recognized scientific papers by 2022

Year 1-5

5.2.1. Establishing a research coordinating committee by the end of 2019

Year 2

6.1.1. Securing more research projects that focus on environmental challenges that Kosovo faces

Year 1-5

6.1.2. Identifying and recruiting top professors of this field Year 3-5

6.1.3. Proactively engaging on environmental sustainability practices and establishing a bridge between technology and environmental sustainability

Year 3-5

6.2.1. Working closely with strategic faculties and other relevant departments that focus on delivering comprehensive multidisciplinary research projects

Year 3-5

6.2.2. Utilizing IAV to coordinate activities between different departments to promote environmentally sustainable practices in academic programs, research projects and other environmental initiatives

Year 2-5

7.1.1. Creating a baseline assessment report that explains the main reasons for establishing the Department of Veterinary Medicine as a separate academic unit.

Year 1

29

StrategiesPriority Level

Timeline Updates Needs

Person in charge Progress/Comments

GOAL 1Establish a dynamic relationship between FAV and private sector.

Obj. 1.1Sign up to 10 MoUs with private companies considered as FAV strategic partners by 2020. Management

1.1.1Establishment and development of IAV by the end of December 2018 Year 1 Dec. 2018 UP approval

New regulations, awaiting approval

1.1.2 Organization of events in cooperation with the private sector Year 3-5

Obj. 1.2 Increasing lab resources that are able to offer services most needed in the market.

Director of IAV/ Management

1.2.1 Starting the laboratory accreditation process by October 2019 Year 2 Oct. 2019

Startup package from rectorate, accreditation fee, current inventory, requirements of accreditation

GOAL 2Provide up-to-date study programs in coordination with the market needs.

Obj 2.1 Establishment of two new Bachelor programs by 2021. 2022Vice Dean for Teaching

Maybe reorganize current programs and start 2 new bachelors

2.1.1Collaboration with IAV and CTE to research the potential of each study program Year 2-5

2.1.2. Determining workforce needs based on labor market studies Year 2-5

Obj. 2.2 Establish 3 new Master programs by 2022. 2022Vice Dean for Teaching

2 in progress through Erasmus

Faculty of Agriculture and Veterinary of the University of Pristina “Hasan Prishtina”Strategic Plan 2018 – 2022

GENERAL OPERACIONALIZATION PLAN

2.2.1. Establishment of Funded Projects working group Year 3-5

Obj. 2.3 Establish 2 interdisciplinary PhD programs by 2022. 2022Vice Dean for Teaching

Initial discussions, ready to request by Oct. with full documentation submitted by Dec. 2018; Office Academic Development- Iliriana

2.3.1.Production of detailed research about the highest potential field of study that would mostly benefit a PhD program in FAV Year 2

GOAL 3 Recruit excellent and productive faculty staff.

Obj. 3.1 Employ at least 10 new full time teaching staff by 2021.Administrative staff secretary

3.1.1. Hire at least 2 new assistant professors each year until 2022 Year 1-5 3 already hired 20183.1.2. By 2022, each professor should have at least one assistant Year 1-5 2 already hired 2018

3.1.3.

Request to hire 2 lab technicians each year until 2022 to increase laboratory work volume; request 1 additional veterinary doctor and 1 veterinary technician Year 1-5 Have 3 currently in 2018

Obj. 3.2 Efficient administration by 2022IT department- FAV IT officer

3.2.1.At least 50% of current administrative duties (tasks) should be digitalized by 2022 Year 2-5

In progress- started last year centrally; in collaboration with rectorate

GOAL 4 Enhance academic quality and advanced teaching methods.

Obj. 4.1Ensuring that teaching within FAV is directly related to peer-learning and field-related research.

CTE, Heads of Departments

4.1.1.  

Developing a framework that clearly sets up expectations from the professors and their effort to engage students in research projects and provide interactive teaching Year 2

4.1.2.Supporting teachers with training opportunities in using technology in their classes Year 1-5

Every teacher completes 2 trainings through CTE; in hiring requirements

4.1.3.Enforcing obligatory internships before graduation by the end of 2021 Year 3-4

Obj. 4.2Teaching excellence promotion through a recognized definition of what teaching excellence means. Faculty council

4.2.1. Agreeing upon a definition of what teaching excellence constitutes Year 2In cooperation with rectorate

4.2.2.

Developing a clear protocol of how each faculty member can demonstrate their efforts to the review boards, heads of department and/or dean Year 2

Obj. 4.3Ensuring fair student representation in all decision-making meetings regarding teaching excellence and similar issues that touch the student learning experience. Management Part of council

4.3.1.

Work with student bodies to ensure their appropriate representation and involvement in decision making; promoting a working where student opinions are seriously taken into account to improve learning experience Year 2-4

Engaged students

Obj. 4.4 Supporting professors in enhancing their teaching skills.CTE/FAV trainers

4.4.1.Continuously delivering training modules that improve professor’s teaching skills Year 2-5

GOAL 5 Establish FAV as a Research Faculty.

Obj. 5.1 Increasing attendance in international conferences.

Management, Heads of departments

5.1.1.Organizing at least 15 workshop sessions focusing on building research capacities by the end of 2019 Year 1-2

5.1.2.Using IAV to attract funds to allow each faculty staff to participate in at least 2 international conferences per year Year 2-5

5.1.3. Publishing 50 internationally recognized scientific papers by 2022 Year 1-5Obj. 5.2 Establishment of FAV Scientific Research Initiative Faculty council

5.2.1. Establishing a research coordinating committee by the end of 2019 Year 2 Jun. 2019

GOAL 6Establish FAV as the leading institution for environmental sustainability and sustainable living.

Obj. 6.1 Offering one master program on environmental sustainability by 2022.Vice Dean for Education

Combined with urban program- in progress through Erasmus

6.1.1.Securing more research projects that focus on environmental challenges that Kosovo faces Year 1-5

6.1.2. Identifying and recruiting top professors to of this field Year 3-5

6.1.3.

Proactively engaging on environmental sustainability practices and establishing a bridge between technology and environmental sustainability Year 3-5

Obj. 6.2Establishing collaborative, multidisciplinary and environmentally-based research projects. Director of IAV

6.2.1.

Working closely with strategic faculties and other relevant departments that focus on delivering comprehensive multidisciplinary research projects Year 3-5

6.2.2.

Utilizing IAV to coordinate activities between different departments to promote environmentally sustainable practices in academic programs, research projects and other environmental initiatives Year 2-5

GOAL 7Division of the Department of Veterinary Medicine into a separate academic unit.

Vice Dean for Vet

Obj. 7.1 Drafting of the operation plan until the end of 2018.

Discussions in progress with rectorate- separate unit with budget vs separate faculty would be challenging

7.1.1.

Creating a baseline assessment report that explains the main reasons for establishing the Department of Veterinary Medicine as a separate academic unit. Year 1

StrategiesPriority Level

Oct-Dec 18

Jan-Jun 19

July-Dec 19

Jan-Jun 20

July-Dec 20

Jan-Jun 21

Jul-Dec 21

Jan-Jun 22

July-Dec 22

GOAL 1 Establish a dynamic relationship between FAV and private sector.

Obj. 1.1Sign up to 10 MoUs with private companies considered as FAV strategic partners by 2020. x

1.1.1 Establishment and development of IAV by the end of December 2018 Year 1 x1.1.2 Organization of events in cooperation with the private sector Year 3-5 x x x x x x

Obj. 1.2 Increasing lab resources that are able to offer services most needed in the market. x1.2.1 Starting the laboratory accreditation process by October 2019 Year 2 x

GOAL 2Provide up-to-date study programs in coordination with the market needs.

Obj 2.1 Establishment of two new Bachelor programs by 2021. x

2.1.1Collaboration with IAV and CTE to research the potential of each study program Year 2-5 x x x x x x x x

2.1.2. Determining workforce needs based on labor market studies Year 2-5 x x x x x x x xObj. 2.2 Establish 3 new Master programs by 2022. x2.2.1. Establishment of Funded Projects working group Year 3-5 x x x x x xObj. 2.3 Establish 2 interdisciplinary PhD programs by 2022. x

2.3.1.Production of detailed research about the highest potential field of study that would mostly benefit a PhD program in FAV Year 2 x x

GOAL 3 Recruit excellent and productive faculty staff.Obj. 3.1 Employ at least 10 new full time teaching staff by 2021. x x3.1.1. Hire at least 2 new assistant professors each year until 2022 Year 1-5 x x x x x x x x x3.1.2. By 2022, each professor should have at least one assistant Year 1-5 x x x x x x x x x

3.1.3.

Request to hire 2 lab technicians each year until 2022 to increase laboratory work volume; request 1 additional veterinary doctor and 1 veterinary technician Year 1-5 x x x x x x x x x

Obj. 3.2 Efficient administration by 2022 x

3.2.1.At least 50% of current administrative duties (tasks) should be digitalized by 2022 Year 2-5 x x x x x x x x

GOAL 4 Enhance academic quality and advanced teaching methods.

Obj. 4.1Ensuring that teaching within FAV is directly related to peer-learning and field-related research. x

4.1.1.  

Developing a framework that clearly sets up expectations from the professors and their effort to engage students in research projects and provide interactive teaching Year 2 x x

4.1.2.Supporting teachers with training opportunities in using technology in their classes Year 1-5 x x x x x x x x x

Faculty of Agriculture and Veterinary of the University of Pristina “Hasan Prishtina”Strategic Plan 2018 – 2022 OPERACIONALIZATION PLAN

- BREAKDOWN BY YEAR

4.1.3. Enforcing obligatory internships before graduation by the end of 2021 Year 3-4 x x x x

Obj. 4.2Teaching excellence promotion through a recognized definition of what teaching excellence means. x

4.2.1. Agreeing upon a definition of what teaching excellence constitutes Year 2 x

4.2.2.

Developing a clear protocol of how each faculty member can demonstrate their efforts to the review boards, heads of department and/or dean Year 2 x x

Obj. 4.3Ensuring fair student representation in all decision-making meetings regarding teaching excellence and similar issues that touch the student learning experience. x

4.3.1.

Work with student bodies to ensure their appropriate representation and involvement in decision making; promoting a working where student opinions are seriously taken into account to improve learning experience Year 2-4 x x x x x x

Obj. 4.4 Supporting professors in enhancing their teaching skills. x

4.4.1.Continuously delivering training modules that improve professor’s teaching skills Year 2-5 x x x x x x x x

GOAL 5 Establish FAV as a Research Faculty. Obj. 5.1 Increasing attendance in international conferences. x

5.1.1.Organizing at least 15 workshop sessions focusing on building research capacities by the end of 2019 Year 1 2 x x x

5.1.2.Using IAV to attract funds to allow each faculty staff to participate in at least 2 international conferences per year Year 2-5 x x x x x x x x

5.1.3. Publishing 50 internationally recognized scientific papers by 2022 Year 1-5 x x x x x x x x xObj. 5.2 Establishment of FAV Scientific Research Initiative x

5.2.1. Establishing a research coordinating committee by the end of 2019 Year 2 x x

GOAL 6Establish FAV as the leading institution for environmental sustainability and sustainable living.

Obj. 6.1 Offering one master program on environmental sustainability by 2022. x

6.1.1.Securing more research projects that focus on environmental challenges that Kosovo faces Year 1-5 x x x x x x x x x

6.1.2. Identifying and recruiting top professors to of this field Year 3-5 x x x x x x

6.1.3.

Proactively engaging on environmental sustainability practices and establishing a bridge between technology and environmental sustainability Year 3-5 x x x x x x

Obj. 6.2Establishing collaborative, multidisciplinary and environmentally-based research projects. x

6.2.1.

Working closely with strategic faculties and other relevant departments that focus on delivering comprehensive multidisciplinary research projects Year 3-5 x x x x x x

6.2.2.

Utilizing IAV to coordinate activities between different departments to promote environmentally sustainable practices in academic programs, research projects and other environmental initiatives Year 2-5 x x x x x x x x

GOAL 7Division of the Department of Veterinary Medicine into a separate academic unit.

Obj. 7.1 Drafting of the operation plan until the end of 2018. x

7.1.1.

Creating a baseline assessment report that explains the main reasons for establishing the Department of Veterinary Medicine as a separate academic unit. Year 1 x